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Abstract
The research was carried out to determine the relationship between problem solving and performance enhancement with particular regard to routine, rational and creative problem solving approaches. The research was carried out by making use of the survey questionnaire as the primary data collection technique and peer-reviewed publications for secondary data. The research converged on line managers as the study continued. It was observed that modern day managers choose to give preference to the rationale problem solving over other problem solving approaches and generally seek to employ solutions based on the premises of the specific requirements of the problem at hand.
Introduction
Context of the Research
Problem solving is an integral part of any managers responsibility. In essence, the position of a manager is one that is generally accredited with ensuring that problems do not become a source of inconvenience for the business process. It is imperative to realize that the presence of a problem in a business process may it be internal or external, serves as a productivity sink (Leadership and management in the information age 2002). As a result, a problem can serve to reduce the output acquired from a business process.
Every business process is susceptible to problems. This is because continuous development requires the identification of problems. It is a universal fact that every business process runs into a problem at varying instances during the process. Regardless of the infinite possible causes that lead to these problems, a problem can come across as a threat to the productivity of business processes. If problems are allowed to remain for elongated periods of time, they can become a threat to the essential utility of the business process. The longer a problem continues to remain within the system, the more it expands in terms of the scope of its implications. As a result, it is imperative to address problems before they expand in terms of the scope of their implications (Dunoon and Wilson 2008). A key element about problems is that the origin of the problem in a business process does not serve to have an influence on the fact that the productivity of the problem will experience a decrease.
In any corporate structure, it is the managers responsibility to perform problem resolution. There are countless approaches to problem resolutions that modern day managers bring into use. However, it is imperative to realize that the position of a manager effectively incorporates the resolution of problems (Davis 2009). To a manager, anything that is a threat of a potential threat to productivity can be categorized as a problem.
In order to engage in effective problem resolution, it is imperative for managers to be capable of exercising effective managership. The requirement to be able to exercise effective managership comes into the scope if one considers the fact that most modern day business problems require the management of entire teams in order to ensure that the problems are resolved (Lewis 2004). This understanding holds valid for both line managers and staff managers.
In order to exercise effective managership in lieu of problem solving, it is important for the manager to be adequately aware of problem solving techniques. While a wide array of problem solving techniques are available, not all of them can be considered to be applicable on a given scenario. As a result, an assessment of the problem is necessary before a manager can implement any solution to resolve them (Grossman and Parkinson 2002, Francis and Woodcock 1996). The manager has to be adequately aware of the characteristics of the problem and the problem resolution techniques in order to ascertain which problem resolution technique will deliver the required results.
When problem resolution is placed in the context of performance enhancement, the resultant picture takes a completely different shape than that which would have been attributed to problem solving or performance enhancement alone. Performance enhancement, in the context of problem resolution, requires that the problem is solved to bring forth a degree of utility that can be trusted to sustain itself over time. The objective of most modern day problem resolution techniques is to bring forth a solution that can be expected to resolve the problem, so that it does not arise in the future and any damage caused by the problem is either reversed, replaced of fixed. For instance, if an assembly was to run into a problem that began hindering production rates for the assembly line, then the amalgamation of the demands of performance enhancement with problem resolution would require the solution to be of a nature such that the employees working on the assembly line are able to produce more units than they were able to before the assembly line ran into the problem. Hence, it can be observed that the concept of performance enhancement through problem resolution requires that a vast array of variables are addressed in order to develop a scenario, where the problem is resolved and no room is left for after-effects.
Under normal conditions, performance enhancement is a question that requires the development of a clear understanding of a wide range of business management concepts. However, when considered through the frame of reference of problem resolution, performance enhancement becomes a question of addressing the issues that gave birth to the problem and the issues that contributed to the development of the problem. As a result, managers who choose to implement problem resolution techniques with the objective of bringing about performance enhancement are generally inclined to spend significant time and resources towards the resolution of the problem so that the solution can be comprehensive and reliable.
Performance enhancement is an extensively researched concept and is frequently studied in different areas including sports, business management, value chain management and the like. However, the approach towards performance enhancement that appears to be most adequately in line with the underlying objective of this research is those that have been stated by Rana (2002). Performance enhancement is the optimization of the system, to encourage emulation of what the business world calls best practices, and to harness the energy and initiative of all, the star performers and those at average level (Rana 2002, 248). It can be observed from this statement that the concept of performance enhancement as addressed by this study is that which has an umbrella like quality. It is not meant to capitalize on strengths and give regard to weaknesses. Performance enhancement cannot be considered to be a solitary concept and always requires that multiple areas are addressed in order to effectively study it. However, since this study shall be studying problem resolution as the primary area of concern and performance enhancement as the supplementary area of concern, attention to only those elements of performance enhancement shall be given that are related to or can be related to problem solving.
The central issue comes in when the focus moves from resolving the problem to the identification of the problem resolution method that is most suited to the problem. This creates a conflict in which the selection of the problem resolution technique becomes related to performance enhancement. It is important to note that modern day business management principles dictate that a problem resolution technique cannot be considered to be feasible unless they contribute to performance enhancement in the organization. As a result, managers seek to find problem resolution techniques that can be trusted to contribute to performance enhancement as well as resolve the problem adequately. However, each problem resolution technique has attributes and characteristics that are specific to it and may not always be compatible with the scenario. This creates a complication that can jeopardize the end-productivity of the problem resolution technique applied.
As highlighted earlier, there are countless problem resolution techniques and the seriousness of the subject compels researchers to bring forth new problem resolution techniques as time passes. Since it is not feasible approach to apply a problem resolution process that leads to a decrease in efficiency in the long run, managers have begun to give increased importance to the process that is incorporated in the problem resolution technique used. This has led to the development of a perception in which the process behind the problem resolution approach is given just as much attention as the actual problem is being given.
Aims & Objective
The study aims to develop a comprehensive understanding of the manner in which a manager can serve as a problem solver for an organization. In the process, the study will explore the fundamental approaches to problem solving that are adopted by managers and the implications that these approaches have on the organizations efficiency.
Relevance of Research
The preliminary research carried out for the purpose of this study showed that there is a large volume of research available on problem resolution techniques in a variety of contexts. In addition, it was also observed that most of the publications pertaining to performance enhancement are limited to the frame of reference of sports and relatively few studies address performance enhancement through the frame of reference of business management. When preliminary research was carried out to determine whether any significant studies had addressed the relationship between performance enhancement and problem solving, it was observed that while there were a few selective publications, most of the developments in this area are those that constitute services being provided by consultants. Furthermore, it was observed that the literature on problem solving is wide and varied and that there is a need to streamline this literature through the development of categories or classifications. Unless problem solving techniques are given a formal structure through which they can be approach, the wide array of currently available problem solving techniques will either become excessively generic or overly complicated.
It became clear at this point that the need for studies on performance enhancement through problem solving is steadily acquiring momentum and businesses are seeking out ways through which they can exercise performance enhancement through the same. In light of this observation, it would not be unfair to surmise that this study holds relevance on account of the deficiency of studies that perceive performance enhancement through the specific scope of problem solving.
Research Hypothesis
The research shall be conducted while maintaining focus on the following hypotheses.
H0: Line managers generally seek to employ solutions that are based on tactical objectives. This leads to the implementation of problem solving measures that are meant to make use of former solutions; as is the case with the routine problem solving technique.
The hypothesis will be considered to be valid if the research comes to a conclusion that line managers generally seek out ways to resolve present problems by going through the solutions that had been implemented to resolve former problems. If the hypothesis is found to be valid, it will be considered that line managers prefer routine problem over other problem solving techniques. In contrast, they hypothesis will be considered to be invalid if it is concluded that line managers do not choose to give preference to the routine problem solving technique over other problem solving techniques.
The hypothesis has been designed so that it will contribute to the development of a comparative analysis between the three major problem solving techniques. In an attempt to test the hypothesis, the study will be able to probe into the intricacies of the three problems solving techniques; thereby allowing for the development of a thorough understanding of the three problem solving approaches.
H1: Problem solving techniques assist line managers in bringing about performance enhancement in their employees.
The above hypothesis will hold valid if the research findings conclude that problem solving techniques are feasible in the area of performance enhancement. In order for the above hypothesis to be valid, the research will need to identify a cause-and-effect relationship between problem solving and performance enhancement. The validity of this hypothesis will rest heavily on the primary data collected and analyzed during the course of the study. However, if the findings do not indicate a relationship between problem solving and performance enhancement in employees then the hypothesis will be declared to be invalid. In such case, the invalidity of the hypothesis will indicate that the usage of problem solving techniques cannot be targeted towards performance enhancement and the concept is not credible.
Research Questions
The research shall be structured to answer the following questions. It is necessary to realize that these questions will not be allowed to limit the study from delving into the subject of research; their central purpose is to ensure that the analysis proceeds in accordance with the subject of study.
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How does the manager serve the role of a problem solver in the organizational context?
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How does a problematic scenario qualify for either one of routine, rational and creative problem solving approaches?
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How does a problem solving technique contribute to performance enhancement?
In the above given questions, it is essential to note that the first and second questions relate to the first hypothesis while the third question relates to the second hypothesis. Therefore, in effect, the answers to the first and second question will influence the validity of the first hypothesis while the answer to the second question will have an influence on the validity of the second hypothesis.
Scope of the Research
The research will give special attention to the routine, rational and creative approaches and the primary study that is carried out will consider the managers role in the organization in the position of a manager of a group charged with problem solving. Furthermore, the scope of the study will be limited to the line managers in an organization and other areas of the traditional corporate hierarchy will not be explored. This limitation of scope is being adopted in an attempt to ensure that the study does not deviate from the central aims and objectives.
Personal Development Objectives
The study will allow the researcher to develop a practical understanding of the manner in which managership requires the exercising of problem solving techniques. By doing so, the study will enable the researcher to understand the intricacies of problem solving that a manager must face in order to increase the efficiency of the organization. Furthermore, it can be observed from the hypothesis that the study aims to develop a comprehension of the routine, creative and rationale problem solving approaches in light of their popularity with line managers. This will allow the researcher to come into contact with practical approaches to the three problem solving techniques as exercised by line managers. It is expected that the development of this understanding will facilitate the researcher in functioning as an effective manager in the researchers professional capacity.
Disclaimer
The study will be carried out with complete and unwavering adherence to copyright laws and ethical considerations. Every proactive attempt shall be made to ensure that the study does not intentionally or unintentionally engage in any plagiarism or plagiarism related instances. Furthermore, it is important to note that while the study will provide a comprehensive insight into the subject of research, it has not been designed to present an exhaustive account on the subject. Therefore, it would be appropriate to ensure that an in-depth analysis is carried out before any of the findings presented by the research are brought into use in the development of a managerial decision.
Structure of the Report
The dissertation for the study will constitute a total of five chapters.
The first chapter will present the context to the research and will serve to outline the aims and objectives of the study. In addition, the chapter will also present the scope of the research and a disclaimer to the study. The chapter will serve to provide the skeletal structure for the research process. The second chapter will present a literature review on the peer-reviewed publications associated with the subject of the study. The chapter will play the dual-purpose role of providing an exploratory insight into the routine, rational and creative approaches to problem solving, while simultaneously assisting in the establishment of a comprehensive understanding of the research variables. The most integral part of the second chapter will be that which will be presented towards the end of the chapter. This part will constitute the conceptual framework for the study and will assist in research process.
The third chapter will outline the research methodology and present a detailed elaboration on the research design that the study shall be adopting. While the fundamental research design has already been established, this chapter will provide a detailed elaboration of the characteristics of the research design; including the primary and secondary research approaches, justification of the research methodology adopted and the research limitations. Once the research methodology has been outlined, the findings from the application of the research methodology shall be presented in the fourth chapter. The fourth chapter will present the findings of the research and will assist in giving the acquired data a structured form that can be processed to derive the required information. Once the findings have been acquired and given an organized structure, the information derived will be used to answer the research questions and satisfy the aims and objectives of the study.
Literature Review
Introduction
The purpose of this chapter is to satisfy the exploratory requirements of the study. For this reason, the contents of this chapter shall constitute data derived from secondary sources. This chapter is not meant to establish a stand on the research hypothesis and will essentially assist in the analysis of the findings. For this reason, the chapter shall converge to form a conceptual framework that will be considered to be of key relevance during data analysis in the later stages of the research.
This chapter will present a detailed discussion on performance enhancement through problem solving before moving on to provide an insight into prioritizing problems. This will then be followed by an elaboration of problem resolution and opportunity derivation as observed in the frame of reference of the relabeling and reframing techniques. The chapter will then highlight the role of problem solving in the context of Strategic Human Resource Management (SHRM). In this regard, special attention will be given to the manner in which problems can distract from goals and create internal conflicts. This particular section of the chapter will also take an exploratory approach to the relationship between problem resolution and resource usage. The chapter will then provide a discussion on the challenges in reframing problems for productivity enhancement with regard to the challenge of problem identification and problem creation. Internal and external organizational issues as well as the perception of performance enhancement demands a multilateral approach shall also be addressed. The chapter will also take an exploratory approach to the three problem resolution techniques of routine, rationale and creative problem solving.
Performance Enhancement through Problem Solving
The essential purpose of problem solving is to facilitate performance enhancement. By resolving problems, it becomes possible to eliminate distractions and hindrances that may otherwise serve to reduce productivity (Aken, Berends and Bij 2007). Needless to highlight, an employees performance is influenced by a vast array of internal and external variables. In this regard, it stands to reason that in order to facilitate performance enhancement, the manager has to engage in a strategy that addresses as many of these variables as possible to improve performance.
In order to bring about performance enhancement through problem solving, it is important for managers to monitor the solution once it has been implemented. In essence, performance enhancement through problem solving can only be derived when the manager keeps track of how the solution helped resolve the problem. In this regard it becomes important for the manager to develop an accountability system that enables the manager to judge if the solution delivered the outcome that it had been expected to deliver (Raisel and Friga 2002). Unless the manager maintains a close account of the status of the problem before, during and after the resolution of the problem, it becomes significantly complicated to judge whether the problem has contributed to performance enhancement.
For instance, it would be pointless to go through the trouble of implementing a solution if the results acquired from the implementation were not monitored to ensure that the problem did not come forth again. Consider a hypothetical situation in which a line manager has to deal with a conflict between two employees on the assembly line. The conflict between them is causing a bottle neck to be created and the resultant miscommunication is slowing down production. If the manager resolves the problem by sending the two employees home for a little while, the problem will come up once more when the two employees return or the same problem may multiply when the two interact with other employees (Richards 1997). It is therefore important in that the manager seeks out a way to resolve the problem so that the problem does not come forth again. This will require the identification of the root cause of the problem and the development of a regulatory approach through which a repeated incidence of the problem can be prevented.
Problem Resolution and Opportunity Derivation
Perceiving problems as opportunities can help derive productivity from problems. In order to perceive problems as opportunities, managers generally study the problem at hand until they manage to acquire enough knowledge about the problem such that they become capable of reframing the problem. In this regard, managers become capable of giving the problem an appearance so that employees begin to feel enthusiasm and ambition towards the resolution of the problem. Managers do so by doing more than simply relabeling the problems characteristics; they engage in a process that enables them to understand how each characteristic of the problem can help to contribute to the organizations productivity once it is resolved (Froeb and McCann 2008). Once the manager acquires a comprehensive understanding of the problem in this perspective, the manager then becomes capable of presenting the problem and its characteristics in a way such that they develop an appeal for the employees of the organization.
For instance, a manager can study a problems characteristics and ascertain how resolution of the problem will give the individual resolving the problem an opportunity to experience growth in the organization. A common example of this approach can be found in scenarios where the manager has an unpleasant or highly complicated task at hand and the resolution of the task is integral to the organizations objectives. In such scenarios the manager can make use of this approach to generate interest in employees (Heijden, Bradfield, Burt, Cairns and Wright 2009). This approach not only ensures that the problem will be resolved effectively but also helps ensure that the employee/employees assigned to the problem will learn from the problem resolution process.
Relabeling
In contrast to reframing, the relabeling approach sheds light on the problem at hand. The relabeling of the problem enables the manager to take an approach that borders on the significance of the problem to the individual (Hepworth, Rooney, Rooney, Strom-Gottfried and Larsen 2010). In this approach the employee is made to realize how the resolution of the problem can help the employee get through a difficulty that the employee is experiencing. In essence, the resolution of the problem is associated with a difficulty that the effected party is experiencing.
Relabeling requires the manager to be in complete control of the situation in order to adequately resolve it. This is necessary because the manager needs to persuade the involved parties that the resolution of the problem to experience an increase in productivity.
While relabeling has the advantage of motivating the employee to take an active approach towards the resolution of the problem, it also creates the challenge of ensuring employee concentration on the problem. Since relabeling allows the line manager develops a relationship between the problem at hand and a difficulty that the employee is facing, the manager becomes faced with the challenge of driving the employee to resolve the fundamental problem instead of setting out to address the difficulty (Frasson, Gauthier and Lesgold 1996). In addition, relabeling also has the disadvantage of placing managers in a position where they have to develop a relationship between the employees difficulty and the problem at hand. The complication comes in when the manager has to force the establishment of this relationship or where the employee is indifferent to the difficulty he/she is facing. In such cases the practice of relabeling can become highly ineffective.
Reframing
Reframing is generally carried out in cases where the problem at hand is of a nature where the parties involved are not inclined and/or ready to bring the problem to a resolution. In such cases, it becomes increasingly complicated to resolve the problem. Reframing facilitates the problem resolution process by allowing the parties involved to perceive the problem as an opportunity to improve and avoid further damage (VanGundy 2005). Reframing enables the manager to highlight how the resolution of the problem can save the organization and/or the involved parties from running into an increasing degree of complication.
For instance, consider a problem in the supply chain that is having a negative influence on inventory management (Hepworth, Rooney, Rooney, Strom-Gottfried and Larsen 2010). If the line manager is not willing to address the problem to resolve it, reframing can be exercised by highlighting the managers role in the organization and how the resolution of the problem will enable the manager to function better and get the most from his employees in the future.
This example illustrates how a manager can be encouraged to strive towards the resolution of the problem. This move can be supplemented by contacting the organizations supplier and highlighting how the resolution of the issue at hand will help develop the suppliers track record with the organization and how that can bring incentives for the supplier in the future.
Needless to observe, the reframing approach functions by highlighting the benefits of the problem. The parties involved are invited to realize how the problem can lead to productivity once it is resolved (Vandenbosch 2003). In essence, the problem is associated with a secondary benefit that can be derived once the problem is resolved.
Reframing can come in handy when relabeling is not applicable. However, the usage of reframing has certain disadvantages and limitations that need to be kept in perspective when applying or considering the application of the reframing technique. The reframing technique requires that the problem is related to a benefit that can be achieved by resolving the problem. This creates the challenge of having a reward of sorts once the problem is resolved.
Problem Solving Approaches
There are a number of problem solving approaches that have evolved over time. However, there are three specific problem solving approaches that come to light when problem solving is considered in the organizational context. According to research by (Whetten and Cameron 1998) and (Georgiou 1994), The most common approaches to problem solving are the routine, the rational and the creative (Georgiou 1994).
Routine Problem Solving
Routine problem solving techniques are those that have been developed over a period of time. When an individual exercises routine problem solving, he/she makes use of knowledge and experience that has been acquired through observation of scenarios in the past. As a result, the solutions used in routine problem solving procedures are generally those that had been used in the past and were found to be adequate. In this regard, routine problem solving can be perceived as a problem solving procedure that makes use of pre-established solutions to solve new problems.
Routine problem solving is also referred to as non-creative problem solving because this technique does not require the development of new solutions and alternatives. The manager simply considers solutions that have been used in the past and picks the one that is most suitable for the scenario at hand (VanGundy 2005). As a result, this problem solving procedure does not require the manager to exercise any creativity.
It is imperative to realize that in the case of routine problem solving, the efficiency of the manager is reflected in the retention of the solutions that had been used in the past; and the efficiency with which the solutions are applied on the problem at hand.
Routine problem solving is generally used in cases where the scenario allows room for adaptation. This is because it is not always possible to implement a formerly implemented solution on a new problem. In most cases the scenario requires that the former solution is subjected to some changes that can be trusted to allow an adequate application of the solution. This brings the issue of applicability to light.
Routine problem solving is generally carried out in cases where the modus operandi is clear and unambiguous. This enables managers to categorize problems as they come forth. Every time a new problem comes forth, the manager makes sure that the problem is addressed and the dynamics of the problem as well as the solution are committed to memory. As problems arise, they are categorized and this categorization eventually contributes to the establishment to a comprehensive collection of solutions.
The manager begins routine problem resolution by realizing the problem and observing it closely. The comprehension of the problem is then placed in comparison to former problems and the manager judges to decide if any former problem was similar to the current problem. If a similar former problem is found, then the solution that had been implemented on that problem is considered for implementation on the problem at hand (Whinston, Holsapple, Jacob and Rao 2002). The role of the manager in routine problem solving is most prominent when the manager addresses applicability issues during routine problem solving procedures. However, since this form of problem solving does not require any creativity on the part of the manager, this problem solving technique is often also referred to as non-creative problem solving.
Rationale Problem solving
Rationale Problem solving is a problem solving methodology that rests on the use of systematic and logical methods to solve problems. This problem solving technique is generally used in cases where the problem in hand provides the capacity to take ou
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